This document summarizes Lee Beachy's presentation at the NH Emergency Preparedness Conference on the importance of public-private partnerships for emergency management. Beachy discusses how neither the public nor private sector can independently meet all needs in an emergency situation, and that cooperation through partnerships allows for sharing of resources, volunteers, information and expertise. Beachy emphasizes that a "Whole Community" approach is necessary to best serve citizens, first responders, and disaster victims.

1. LEE BEACHY
RISK MANAGEMENT GROUP
BANK OF NEW HAMPSHIRE
JUNE 10, 2015  NH EMERGENCY PREPAREDNESS CONFERENCE

2. “Local, state and federal Public-Private Partnerships are vital to filling
gaps in Emergency Management that neither government nor the
private sector can manage alone. These partnerships create a vehicle
for cooperation that includes resources, volunteers, information and
expertise.
“These fundamental needs cannot be met without the “Whole
Community.” We will be able to enhance our service to our neighbors,
citizens, first responders and those affected by disasters when public
and private sector representatives work together on the same team.
“Under the National Response Framework, the private sector is
identified as business and industry, trade organizations,
voluntary, academia, nonprofit, faith-based, and other
non-governmental organizations.”
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4. •35 years in banking, software, consulting
•SVP; Risk Management @ Bank of New Hampshire
• Information Security / Organizational Resiliency / Supply Chain Risks
• Designed the bank’s internal operational risk program
•Past mentor @ SCORE: small business counselling
•Decades of leadership work with non-profits
•Master’s in Organizational Leadership @ SNHU
•NEDRIX: NH Public/Private PartnershipTeam
•Photographer (40 years)
•Survivor of Hurricane Agnes (1972)
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5. Public
Private
80 to 85%
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7. •“The Greatest Boatlift in History”
•Where and When?
https://www.youtube.com/watch?v=18lsxFcDrjo
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8. •Language
•Focus
•Drivers
•Workforce
•Expertise
•Success Metrics
•Culture
•Priorities
•Perceptions
•‘End Users’
•Motivations
•‘Recovery’
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9. •Each perspective offers a unique contribution
•Neither side can take the time (or energy or money) to
‘recreate’ what it lacks
•Creative solutions come from atypical combinations
•Community results include many puzzle pieces
•If we are all the same, we never really get challenged
•When first we understand, then we can collaborate
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10. Comm-
unity
Public
Sector
Private
Business
Assoc-
iations
Educa-
tion
Service
Groups
Faith
Comm.
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11. •About 135,000 in total
•96% of employers  51% of our workforce
•77% have no employees (except the owner)
•About 75% male and 25% female ownership
•Many NH businesses are non-infrastructure:
• Tourism, Retail, Hospitality, Forestry, etc.
• This does not mean they are not valuable (e.g. Construction)
•They are ‘economic survivors’
•They are ‘voluntary participants’ in preparedness
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12. •‘Paycheck to Payroll’
•Little margin or reserve (cash, time, energy)
•They wear every hat imaginable:
• CEO (big decisions),CFO (the money), Sales (customers), Production
(get it done), CIO (tools / systems), CRO (insurance/safety), etc., etc.
•They juggle an intimidating set of conflicting
priorities — with failure a distinct option (autopsy.io)
•Risk management, emergency preparation, business
resilience, and partnerships have little mind share…
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13. •You tell me…! 
•Past members of large, hierarchal organizations?
• Military, law enforcement, other government agency…
•‘Responders’ versus ‘Revenue generators’?
•Command methods versus compelling persuasion
•Defined protocols versus ‘figure it out on the fly’
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14. Business Continuity Continuity of Operations
Crisis Management Incident Management
Team Leaders ICS Section Heads
Enterprise Risk Mgmt ‘All-Hazards’ Preparedness
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15. Resources Volunteers
Information Expertise
Ready!
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17. “duties shall include but are not limited to the following:
(1) Coordinating the recruitment of volunteer personnel and agencies to augment the
city personnel and facilities for emergency management.
(2) Developing and coordinating plans for the immediate use of all of the city facilities,
equipment, manpower and other resources for the purpose of minimizing or preventing
damage to persons and property; and protecting and restoring of usefulness governmental
services and public utilities necessary for the public health, safety and welfare.
(3) Negotiating and concluding agreements with owners or persons in control of buildings or
other property for the use of such buildings or other property for emergency management
purposes and designating suitable buildings as public shelters.
(4)Through public informational programs, educating the civilian populations as to actions
necessary and required for the protection of their persons and property in a disaster or
enemy attack, as defined in this article, either impending or present.
(5) Conducting public practice alerts to ensure the efficient operation of the emergency
management forces and to familiarize residents with emergency management regulations,
procedures and operations.
(6) Coordinating the activity of all other public and private agencies engaged in any
emergency management activity.
(7) Assuming such authority and conducting such activity as the city manager may direct to
promote and execute the emergency management plan.”
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18. AssessExercise
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20. •Collect names from the obvious sources:
• Town Offices: Clerk, Building Inspector, etc.
• Chamber of Commerce
• Regional PlanningAgencies (valuable for flood risk data?)
•Other (less obvious) sources?
• Service Groups: Lions, Rotary, Kiwanis
• Any Community Leader
• “Who are the ten (or twenty) most influential leaders in this town / region?”
• Compile the lists!
•Sort out the players…
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21. •Share valuable information with them
• Let them know you will take their input and questions seriously
• Be a network facilitator for them (you know people they may need)
• Invite them to be part of
a real community solution
• Keep them engaged in your
community preparedness conversation
• Highlight their role(s)
in strengthening resiliency
•In other words, add value
to their business / organization
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22. •Give them tools to become better prepared
• Mobile applications:
 FEMA
 Red Cross
 Ping4
 Nixie
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23. •Create a community forum for preparedness
• Preparedness benefits from a clear focus and leadership
•Periodic events:
• National NightOut (natw.org/about)
• PeriodicTraining & Awareness Events (of community interest)
• Community Partnerships
•An online presence:
• Social Media (Facebook,Twitter, etc.)
• Online membership group (Yahoo,Google, etc.)
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24. •Give them tools with which to become prepared
• A basic community reference document
• A planning toolkit:
IBHS ‘Open for Business”
• Designed for a small business
• A 20 page ‘jump start’ to
small business survival
• Understandable by folks
with no crisis training
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26. •Do you have a ‘go to’ repository of information?
• Is there and existing system or application?
•Have you systematically polled your constituency?
• What is your completion or confidence level — 60%? 85%?
•Do you know what you don’t know?
•Questions about your community still unanswered?
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27. •MS Excel
•Ver 2010+
•A simple roster
•250 entries
•Control lists
•Improve it
as you wish!
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28. •Have we touched on…
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29. •www.fema.gov/public-private-partnership-models
•www.disastersafety.org/open-for-business/
•http://emilms.fema.gov/IS921/921_Toolkit/faq.htm
•http://www.fema.gov/media-library-data/20130726-
1828-25045-0014/cpg_101_comprehensive_
preparedness_guide_developing_and_maintaining_
emergency_operations_plans_2010.pdf
• Sample Community Preparedness Excel file
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30. • beachy@banknh.com
• 603.527.5260
• @_ljb_ [Lima, Juliet, Baker]
• lbeachy@tds.net
• www.linkedin.com/in/lelandbeachy
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